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This research also presents a new measure of

regulatory focus—WRF—that differs from Higgins’s chronic

or dispositional measure by capturing the psychological state of an

employee at any point in time. We demonstrate the unique influence

of this state in comparison with one’s chronic regulatory focus by

controlling for the latter measure in our analyses. Although we do not

expect this focus to be as transient as mood, in different conditions

other than work or under the supervision of a new leader, WRF is

likely to change to adapt to the prevailing situational cues.

Furthermore, for each of the dependent variables examined,

the WRF measure added variance above and beyond what the

chronic measure of regulatory focus provided (see Table 2). WRF

also is different than Wallace et al.’s Regulatory Focus at

Work measure in that we measure all three latent components presented

in Higgins’s original definition of RFT. In addition to being

theoretically based and fully representing the meaning of the constructs,

our scale was subject to a number of validation efforts to

ensure the utility of the scale. Nonetheless, each scale was designed to

represent RFT, and comparing the WRF and the Regulatory Focus at

Work measure is an opportunity for future research.

Practically, the strong associations of our WRF promotion and

prevention focus scales with the employee outcome variables, even

with their measurement across time periods, indicate the utility of

WRF in explaining employee behavior. A fruitful avenue for

future research would be to broaden the outcome variables examined.

For instance, promotion focus may help explain the cohesiveness

experienced and teamwork exhibited by employees,

whereas prevention focus may help explain measures of quality

assurance or safety compliance. As a mindset, WRF also is likely

to influence important employee attitudes, such as organizational

commitment .

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    最佳解答

    這項研究還介紹了一項新的措施規管焦點 — WRF — 的區別的慢性或通過捕獲的心理狀態的 dispositional 測量一個在任一時間點的員工。

    我們展示獨特的影響此狀態與一個比較的需要由慢性規管焦點控制我們的分析,後者措施。 儘管我們不做預計這個焦點到是為暫時作為不同條件的心情WRF 以外工作或監管的一種新,是領導人的會發生變化以適應當時的情景提示。

    此外,為每個變數檢查,添加 WRF 度量值的方差超越什麼,慢性措施規管焦點的提供 (見表 2)。

    WRF是不同于在 et al.,華萊士的監督重點在我們衡量提交的所有三個潛在元件工作措施在 · 的原始定義的 RFT。

    除了理論上根據和完全代表了的構造意義我們的規模是受到大量的驗證工作確保該實用程式的縮放。 然而,每個規模被為了代表 RFT,和比較,WRF 和在監督重點工作措施是為將來的研究機會。

    實際上,我們 WRF 推廣強協會和預防焦點甚至與該雇員結果變數範圍他們測量整個時間段,指示實用的程式WRF 員工行為進行解釋。 一個富有成效的途徑未來的研究將擴大檢查的結果變數。

    為例,推廣焦點可能有助於解釋凝聚力經驗豐富且員工,團隊精神表現而預防焦點可能有助於解釋品質的措施保證或安全法規遵從性。

    作為一個的心態 WRF 也是有可能如影響重要員工的態度組織承諾。

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